Expectancy theory can be observed in virtually all aspects of the employment relationship. Expectancy theory describes an employee's tendency to perform his job tasks at a level that's equal to the type of response he expects from the employer. Expectancy theory is manifested in recruitment and selection, interviewing and employee performance.

Expectancy Theory

Yale University professor Victor Vroom is credited with developing the expectancy theory, which is based on valence, expectancy and instrumentality. Valence refers to the level of confidence an employee has to expect a desirable outcome for his actions and behavior. Expectancy is the outcome an employee anticipates in response to his actions or behavior. Instrumentality is the qualifications and abilities an employee has to perform the work necessary to produce a desirable outcome.

Recruitment and Selection

The first stage in the employment relationship is recruitment and selection. Human resources recruiters and employment specialists develop a strategy to attract applicants with the qualifications, expertise and interest the organization needs. Human resources and corporate leadership hold recruiters accountable for assembling a qualified pool of applicants whenever a vacancy occurs. Therefore, recruiters who construct in-house job postings do so in a manner that generates interest in the current workforce. This is an example of expectancy theory because promoting from within is a policy that supports employee retention efforts. Recruiters are responsible for providing a selection of candidates that are suitably qualified and likely to stay with the company. The goal is to meet the expectations of human resources and corporate leadership. Success is based on the recruiter's ability to find well-qualified and promotable candidates from the existing employee base.

Interview Techniques

Expectancy theory is evident during many interviews and from both sides of the desk. Interviewees study company literature and brush up on their presentation skills with the expectation that they will impress the company's hiring manager enough that she will issue and invitation for a second interview or extend a job offer. Interviewers, on the other hand, develop a line of questions to determine how potential candidates will react to certain workplace situations. They formulate their questions based on the type of response they want to elicit from candidates, which in turn, makes the hiring decision a rational and well-informed one.

Employee Performance

Employees base their level of work, output or quality in anticipation of the employer's response. this might include a pat on the back, a positive performance appraisal or better work assignments. For example, an information technology expert who improves the method for capturing business data generally does so with the expectation that her employer will reward her with some form of positive response. The response could be a pay bonus or elimination of her name from the list of employees to be laid off. The quality of work is relative to the level of response the employee expects as a result of the effort and time she puts into her tasks.

Extrinsic Motivation Versus Expectancy Theory

Expectancy theory may be confused with, or linked to, extrinsic motivation, because in both cases, employees engage in actions and behavior to produce a desirable outcome. Extrinsic motivation, however, is the underlying reason that an employee performs the job or adopts a type of behavior. Expectancy theory isn't the reason the employee performs the job. Rather, it's the basis for why an employee performs the job at a particular level. For instance, the extrinsic motivation for coming to work and completing assigned job tasks is a regular paycheck. However, expectancy theory can explain why an employee maintains perfect attendance and performs his job and produces high quality work. The reasonable expectation of an employee who gives thought to how the employer will respond to above average performance is a positive evaluation or job promotion.

About the Author

Ruth Mayhew began writing in 1985. Her work appears in "The Multi-Generational Workforce in the Health Care Industry" and "Human Resources Managers Appraisal Schemes." Mayhew earned senior professional human resources certification from the Human Resources Certification Institute and holds a Master of Arts in sociology from the University of Missouri-Kansas City.